Description

The application of Lean tools appears relatively simple, but the change in culture required to turn Lean into a lasting success requires strong leadership. Previously published books about Lean in health care illustrate success stories, lessons learned, and challenges for the future. This book continues where those books leave off by describing the essence of and success factors for Lean in relation to leadership.

Practical Lean Leadership for Health Care Managers guides you on a journey to discover the secrets of successful Lean leaders. It is about Lean in healthcare and specifically examines the demands for making Lean successful and how the manager plays a key role in achieving this. Although the book is based on the authors’ experiences in health care, the principles presented are applicable in other sectors, both public and private.

The book uses a case study to illustrate the results of the authors’ quest for the common factors and characteristics of successful Lean leaders. The case study follows the introduction and development of Lean in a large hospital. Demonstrating the familiar struggles involved in applying theory to daily practice, the case study is supported by theory presented in side boxes.

Table of Contents

Lean in the Picture

Before We Get Started

Case

Starting with Lean

Before We Get Started

Lean Leadership Attributes

For Better or for Worse

Lean: A Bitter Necessity

The Workload Is Increasing

A Special Steering Committee Meeting

Support Grows

Reflection

Lean Leadership Attributes

To the Workplace

Case Study

In the Workplace

An Inspiring Internship

Case Study

Lean Leadership Attributes

Beyond the Emergency Room

Case Study

Lean Leadership Attributes

Lean Leadership

Case Study

Lean Leadership Attributes

Years Later

Case Study

The Last Steering Committee Meeting

The Festive Conclusion of the Lean Program

Epilogue

Lean Leadership Attributes

References

Index

About the Authors

Kjeld H. Aij is a nurse with an MBA and more than fifteen years of experience in health care, where he has held a number of managerial positions. He has been working as head of Anesthesiology & Operative Care at the VU University Medical Center since 2010. Over the past three years, Kjeld implemented various projects in the areas of quality and patient safety and, among other projects, spearheaded the introduction of Lean thinking and processes in the operating rooms. Kjeld has an MBA from the Business School Nederland. He is currently working on his PhD thesis at the VU University Amsterdam, investigating which leadership behavior is essential for a successful and sustainable implementation of Lean principles in hospitals.

Bas Lohman studied economics at the VU University Amsterdam and is operational manager gynecology and pediatrics at the Albert Schweitzer hospital in Dordrecht, the Netherlands. Earlier in his career he was a Lean coach at the VU University Medical Center. Part of his job was to support line management in using Lean principles. Before that, he supported similar processes in a variety of sectors as a consultant, with a particular interest in banking and insurance. He feels the social involvement and relevance of health care are key motivators for continuously seeking out possibilities for improvement.

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